Personality Differences in Organisational Socialisation Tactics

Burböck Birgit (), Schnepf Sandra () and Pessl Stephan ()
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Burböck Birgit: FH-JOANNEUM University of Applied Sciences, Graz, Austria
Schnepf Sandra: FH-JOANNEUM University of Applied Sciences, Graz, Austria
Pessl Stephan: FH-JOANNEUM University of Applied Sciences, Graz, Austria

Journal of Intercultural Management, 2014, vol. 6, issue 4-1, 289-305

Abstract: The demographic shifts, the increased workforce mobility, and the shortage of skilled workers have led to a new thinking within human resource management. To address this issue, organisations adapt their methods towards a higher focus on their employees. The purpose of this paper is therefore the identification of organisational socialisation tactics, which are classified into the individualized socialisation strategy and the institutionalised socialisation strategy. Studies show that the institutionalised socialisation strategy causes better results in terms of newcomer adjustment than the individualized socialisation strategy. In this context, the instiutionalised socialization strategy determines that organisations consider newcomers’ personalities and demographic characteristics. The results of this paper support this argument and reveal that students in the DACH region differ in their organisational socialisation preferences. In other words, a well-structured organisational socialisation process, which considers newcomers’ personalities can lead to a competitive advantage for organisations.

Keywords: Organisational Socialisation; Socialisation Tactics; Institutionalised Socialisation; Socialisation Preferences (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:vrs:joinma:v:6:y:2014:i:4-1:p:289-305:n:20

DOI: 10.2478/joim-2014-0051

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